ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 64 of 440
Chapter 2 48 ATP 5-0.2-1 07 December 2020 risk, allocation of forces, or commander guidance. Examples of key decisions include, but are not limited to, the following: Commitment of the reserve. Task organization changes. Change of unit boundary. Transition between phases. Execution of a branch or sequel. Change of mission. Change of concept of operations. Transitions between forms of maneuver. Transitions between forms of decisive action. Commitment of limited capabilities. Execution of a high-risk operation. Commitment of irreplaceable resources. Any decision a commander directs in guidance. 2-154. Once a decision by a commander is determined to be necessary, planners develop criteria for the decision to take place. These criteria consist of both friendly and enemy conditions. To determine these criteria, staff members are assigned CCIR in order to gather relevant information; PIR to determine enemy conditions; and FFIR to determine friendly conditions required to make key decisions. Once a decision, and conditions required for the decision are determined, staffs decide an action to take with those conditions. Staffs develop one action per decision. 2-155. Commanders develop CCIRs for two reasons. CCIRs developed during mission analysis focus on information the commander needs to enable planning. Once the commander selects a COA, CCIRs are adjusted to collect information the commander needs to make decisions during the preparation and execution portion of the operation. Note. Planners can list all the decisions a commander must make during the operation in a single DSM and only show the ones that could potentially happen, or they could have a separate DSM for each phase. Table 2-16 shows an example DSM. Technique: There might be a time delay between reaching a decision and executing the movement of friendly assets. This delay is represented on the DST by a diamond-shaped execution point with a decision number inside. The movement and maneuver and intelligence warfighting functions work together in identifying decision points that support the overall concept. Sufficient time must be available between the decision point and its associated NAI or TAI to synchronize friendly actions before the adversary reaches the engagement area. Specifically, the distance between a decision point and its engagement area must allow for collecting, processing, and disseminating intelligence to the commander and moving friendly forces to engage the enemy.